Business meetings may involve just a few individuals, or at times, many people. Not everybody is born with the talent to address so many people, especially when the object is to promote an idea or product or explain some financial statement. It may involve the takeover of a business, starting of new business, or negotiations of a deal. It may be called to obtain the approval of shareholders to sell assets of the company, or raise share capital. It may be necessary to consult experts or partners on any business matter, or plan how to deploy surplus monies on hand.

Even briefing meetings and brainstorming meetings for coming out of any crisis can be classified as business meetings. Periodical review of productivity, marketing, and financial liabilities, etc., are all part and parcel of business meetings, as are pitch sessions. Likewise, meetings where personnel requirements, and other issues related to personnel are discussed also qualify as business meetings. In addition to these, there might be creditors, and debtors meetings.

Based on the type of business that is to be conducted, meetings may be classified as conferences, seminars, board meetings, annual general meetings, extraordinary general meetings, creditors, meetings, debtors meeting and sales meetings.

Any business meeting should be conducted with a predefined agenda. This is absolutely essential otherwise the matters that are discussed at the meeting may end up completely overshadowing the important matters that need to be resolved immediately. The agenda may be accompanied by some documents providing details and explanations on various items in the agenda. This enables the recipients to mull over the contents, and come up with their input on the matter.

A reasonable notice needs to be given so that no stakeholder feels excluded from the meeting. The time and venue of the meeting too needs to be clearly defined in such notice.

There are legal provisions for calling shareholders meetings, and board meetings. When the meeting involves just a few individuals, like a board meeting, then such notice may be given verbally. But it is always advisable to have documentary evidence, or an email to prove that the meeting was called, and reasonable notice was given.

Since one discussion can lead to another and the meetings can end up nowhere, it is always better to conclude matters that can be resolved quickly first, and keep complex matters that require extensive discussions for later part of the meeting. For ensuring this, there has to be somebody who conducts the meeting, and opens each item for discussion and resolution. It is the responsibility of this person to ensure that the matters discussed do not deviate from what is stated in the notice or agenda. The person leading the meeting needs to ensure that any new matters if made are duly noted so that another meeting may be called, and opinions of all concerned on the matter can be obtained.

Another problem with large gathering is that people tend to repeat the same questions or the same opinions. The person conducting the meeting needs to ensure that this is minimized, as everybody’s time is valuable. Using a timer helps.

This commercial property market presents most agents and property owners with a few challenges. That being said, opportunities always exist for those that work hard and look deep enough for a solution.

When the commercial and retail property market gets tougher there are some rules that should generally be worked through:

Existing tenants are the lifeblood of the income and the cash flow for the property. Those tenants are also likely to be under some pressure in similar ways to the property owner. Flexibility in lease terms and conditions is required to ensure that good tenants stay in the property for the medium term. It is better to have a tenant paying 80% rent than a long term vacancy that pays nothing.

Any anchor tenants will be important to the stability of a property that includes smaller specialty tenants. This is the case in retail property. Special management procedures are required. Work closely with any anchor tenants to ensure that their occupancy remains stable and productive. A successful anchor tenant attracts people to the retail property.

Market rent reviews should be negotiated with a view to tenant stability; that means sensible and flexible rent terms that work for the tenant and the landlord. There is always a compromise situation that can be achieved when it comes to a rent review. If a landlord gives the tenant some leeway or benefit, then the tenant should be asked for some benefit back to the landlord (renovation, longer lease term, exercise of option, etc).

Negotiate any lease options as early as possible to ensure that the existing tenants do not look to move elsewhere. Other landlords will be on the hunt for tenants for their properties.

The maintenance of an existing property should be watched and managed well. There is a fine balance between low maintenance levels that destroy property usage and productivity, versus delayed maintenance that keeps presentation at reasonable levels for tenants and customers. When people and businesses move away from a property due to low levels of maintenance and presentation, it is a hard trend to stop.

Incentives for any new lease will encourage new tenants to a property; they will also help existing tenants to potentially take up a new lease in the same premises that they currently occupy now. It is important to keep a check on existing incentives being offered by other landlords in the same general location. Do not lose your good tenants to another landlord for the sake of a few thousand dollars in rent. The vacancy downtime will cost you a lot more.

When the property market gets slower or tougher, all parties involved in property investment and occupation should cooperate and be open to more flexible lease terms and conditions. In this way they can spread the property pain and maintain a reasonable cash flow in slower times.

Niagara Falls or babbling brook. How is your flow? How do you get commercial mortgage clients in the door? Do you have the budget and time to undertake a massive marketing campaign? Could experience with multiple property types and applications increase your value to the commercial market? Where are your deals located? How is the market in your area? Is your referral network bringing you enough business? These are all questions you need to consider when you think about how to increase your deal flow.

Of course every commercial loan you work will not close; that is not the reality of the commercial mortgage industry. You need to be in front of the right people at the right time with the right solution to even be considered. Here are the 5 main factors that affect your deal flow which ultimately affects your cash flow. The first step is awareness; knowing what the issues are will allow you to determine a solution. Rate yourself in each of these areas:

-Referrals: Referrals are king in the mortgage industry. This is by far the number one way for a commercial broker to get business. This certainly works well for those that have been in the industry for years and have a large network, but what about those new to the industry? Can you survive waiting on someone to refer you when no one knows you exist?

-Marketing: This is how we let our potential clients know who we are and that we can provide them with a solution for their commercial financing needs. The problem is that there are hundreds of other solutions out there all competing for the same client. Without the budget and knowledge to do it right, it is very difficult to get a good return on your marketing investment.

-Expertise: What you know and how long you have been in the business has a dramatic affect on deal flow. Of course, those that have been in the commercial business for 10 years have a greater client base and referral network. You can’t buy experience, no matter how much you spend, but what you can get is training. Through continuing training, especially at the beginning of your commercial career, you can build the knowledge it takes to get the deals done. Share that knowledge with your potential clients and you have set yourself up as the expert in the field, despite your lack of experience.

-Geography: It is no surprise that by serving a larger geographic area, you will be exposed to more deals. However, without the support of a large national company this is very difficult and potentially cost prohibitive. The downside of most national commercial finance companies is that by bringing the deals to you they will expect something in return. Often a big chunk of your commission. It’s a catch 22, you get more clients, but now you need even more than before just to break even.

-The Market: Some markets are hot and some are cold that is the reality of the industry. If you are only serving a small geographic area and that area goes cold, what do you do? The key is to ensure that your client base is as diverse as possible, not only by location, but by property type and industry.
What to do?

Build your commercial finance business. Start by looking at the percentages that each of the above are contributing to your total deal flow and set targets for the coming year as to what you want the percentages to look like. For example, if referrals now make up 10 percent of your total business, set your targets for 20% next year and establish the game plan to do it.

For marketing, are you tracking a cost per closed loan? Do you know what you’re spending for the revenue you’re generating? Begin to cull out the sources that are not generating the returns you require.

When looking at geography, start to examine how you can expand the markets you serve. This will both increase your deal flow and minimize a downward movement in any one particular market. In effect, it is diversifying your portfolio. Look for a partner that can introduce you to new markets and provide you with lead sources into those markets.

In summary, deal flow in the commercial mortgage industry is driven by your presence. When the market knows you’re there and do quality work, your flow will build exponentially. The next step is to formulate your plan to increase that presence and identify the partners that can help you do it.